Group 2 Hrm


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Group 2 Hrm

  1. 1. ** GROUP **
  2. 3. W H A T I S
  3. 4. <ul><li>Informative participation. </li></ul><ul><li>Consultative participation. </li></ul><ul><li>Associative participation. </li></ul><ul><li>Aministrative participation. </li></ul><ul><li>Decisive participation. </li></ul>Types & Degree Of Participation :
  4. 5. <ul><li>Increases employee motivation. </li></ul><ul><li>Promotes mutual problem solving tendency. </li></ul><ul><li>Improve communication in the organisation. </li></ul><ul><li>Develop harmonious Manager – Worker relationship. </li></ul><ul><li>Builds a foundation for greater cohesiveness & teamwork. </li></ul>Management Objectives In Introducing W P M :
  5. 6. <ul><li>Contd . . . . </li></ul><ul><li>(6)Generate commitment of all employees to the success of the organization. </li></ul><ul><li>(7)Positive quality of work life. </li></ul><ul><li>(8)Minimises employee grievances and employee absenteeism. </li></ul><ul><li>(9)Reduced resistance to management action. </li></ul><ul><li>(10)Motivational changes : </li></ul><ul><li>(A) Accept new technology. </li></ul><ul><li>(B) Accept changes in working practices. </li></ul><ul><li>(C) Greater job interest. </li></ul><ul><li>(D) Greater job satisfaction. </li></ul>
  6. 7. <ul><li>Contd . . . . </li></ul><ul><li>(11)Trade unions : </li></ul><ul><li>͏ companies having trade unions : </li></ul><ul><li>Keeps union out of the company. </li></ul><ul><li>͏ companies not having trade unions : </li></ul><ul><li>Gain union co-operation.. </li></ul>
  7. 8. <ul><li>MILL COMMITTEES : </li></ul><ul><li>(1) 1st introduced in the textile industry( the oldest industry in India). </li></ul><ul><li>(2 )The employees in the textile industry encouraged joint consultation with the workers by establishing mill committee. </li></ul><ul><li>(3) Aimed at solving the grievances of </li></ul><ul><li>the workers. </li></ul>Government policy to promote W.P.M : ͏
  8. 9. <ul><li>ROYAL COMMISSION ON LABOUR : </li></ul><ul><li>(1) Government of India constituted a joint </li></ul><ul><li>committee in their printing premises and </li></ul><ul><li>railways. </li></ul><ul><li>(2) During the same period such committees were formed in TESCO, Jamshedpur. </li></ul><ul><li>(3) The objective behind the laws were to improve the labor-management relationship and to reduce the employee grievances. </li></ul><ul><li>(4) After that, joint committees of workers and management were formed in many parts of the country like West Bengal, Madras etc. </li></ul>͏
  9. 10. <ul><li>WORKS COMMITTEE – 1947 : </li></ul><ul><li>The Industrial Disputes Act, 1947 provides for </li></ul><ul><li>the setting of bipartite works committees as a </li></ul><ul><li>scheme of work participation in magagement. </li></ul><ul><li>(2) The committee consists of representation of employers & employees. </li></ul><ul><li>(3) The act provides for these bodies in every undertaking employing 100 or more workman. </li></ul><ul><li>(4) The objective is to maintain harmonious relationship at workplace and to closure the relationship between the employee and the management. </li></ul>͏
  10. 11. JOINT MANAGEMENT COUNCILS( JMCs-1958) <ul><li>The 2 nd Five-Year plan </li></ul><ul><li>recommended the setting up </li></ul><ul><li>of joint councils of management. </li></ul><ul><li>(2) The council demanded the representatives of workers and management. </li></ul><ul><li>(3) This is applicable to the units having more than 500 or more employees. </li></ul><ul><li>(4) The objective is to improve the operational efficiency of the workers. </li></ul>͏
  11. 12. WORKERS - DIRECTORS - 1970 <ul><li>A worker – director is elected and he is </li></ul><ul><li>elected as a representative of the whole </li></ul><ul><li>workers. </li></ul><ul><li>(2) The worker – director is elected by all the workers of the company through a secret ballot. </li></ul><ul><li>(3) Government of India advised all national banks to appoint employee directors to their boards – one representing employees & the other representing officers. </li></ul><ul><li>(4) Representing officers – have a tenure of 3 years. </li></ul>͏
  12. 13. <ul><li>“ LARSON & TOURBRO (L & T) POWAI” </li></ul>Companies Practising WPM :
  13. 14. (3) STEEL AUTHORITY OF INDIA LTD. <ul><li>HMT BEARINGS LTD. </li></ul>
  14. 15. WHAT THESE COMPANIES PRECTISE <ul><li>Quality circles. </li></ul><ul><li>Safety teams. </li></ul><ul><li>Suggestion box scheme. </li></ul><ul><li>Mutual and timely meeting. </li></ul>?
  15. 16. <ul><li>The employees should not be considered merely a tool for doing operational work for the organization. </li></ul><ul><li>They should equally given opportunity to participate in the constructive and core functions of the organization. </li></ul><ul><li>The scheme should be inclusive of all employees in the organization and it should be with the joint consensus of all the members of the organization. </li></ul><ul><li>The leadership in the scheme should be taken by the management and the mgmt. committee should have the ability to make immediate resolution to all employee grievances. </li></ul>
  17. 18. Common Reasons for Discipline <ul><li>Time and Attendance </li></ul><ul><li>Marginal or unsatisfactory Performance </li></ul><ul><li>Behavior Problems </li></ul>
  18. 19. Time and Attendance <ul><li>All leave, except for emergencies and illness must be approved in advance </li></ul><ul><li>Scheduled Leave: </li></ul><ul><ul><li>Meetings, routine medical appointments, vacation </li></ul></ul><ul><li>Unscheduled Leave: </li></ul><ul><ul><li>Illness of self or family </li></ul></ul>
  19. 20. Tardiness <ul><li>Employees are expected to be at their workstation at the prescribed start times. Arriving late at the start of the day or after the lunch break, may constitute tardiness. Regardless of how many minutes. </li></ul><ul><li>When known in advance, should notify supervisors prior to shift. </li></ul><ul><li>Classified staff - if more than 7 minutes late, should charge accrual </li></ul>
  20. 21. Guidelines for Dealing With Time Abuse <ul><li>Maintain and analyze attendance record </li></ul><ul><li>Call-in directly to supervisor or chain of command </li></ul><ul><li>Counsel employee when appropriate </li></ul>
  21. 22. Guidelines for Dealing With Time Abuse <ul><li>Learn to say “no” to requests that reasonably could have been made in advance, where appropriate </li></ul><ul><li>Consult with Human Resources for options, including: </li></ul><ul><ul><li>Asking for documentation, and leave requests to be in writing </li></ul></ul>
  22. 23. Decision for Discipline: Before issuing a Notice of Discipline, Human Resources must : <ul><li>Decide if allegations are seriousness enough to warrant discipline </li></ul><ul><li>Conduct a thorough investigation of the incidents </li></ul><ul><li>Review any written policies, guidelines, etc. </li></ul>
  23. 24. Decision for Discipline: Before issuing a Notice of Discipline, Human Resources must : <ul><li>Provide and read target employee his/her rights </li></ul><ul><li>Interrogate (interview) the target individual </li></ul><ul><li>Once the interrogation is concluded, decide if discipline is warranted and what an appropriate penalty would be </li></ul><ul><li>Issue Notice of Discipline </li></ul>
  24. 25. Discipline: Arbitration Standards <ul><li>Was there a rule forbidding the alleged misconduct? </li></ul><ul><ul><li>Did the employer communicate the work rules to the employee? </li></ul></ul><ul><li>Was the rule reasonable? </li></ul><ul><ul><li>Identify legitimate justification for insubordination if possible? </li></ul></ul>
  25. 26. Discipline: Arbitration Standards, cont’d. <ul><li>Did the employee violate the rule? </li></ul><ul><ul><li>Evaluate the quantity and credibility of the employer’s evidence. </li></ul></ul><ul><li>What constitutes an appropriate penalty? </li></ul><ul><ul><li>Apply standards of progressive discipline when assessing penalties. </li></ul></ul><ul><ul><li>Encourage the employee to correct inappropriate or unacceptable behavior by means of support through management and/or issuing an Employee Assistance Program if needed . </li></ul></ul>
  26. 27. Considerations for Appropriate Penalty <ul><li>Seriousness of problem or infraction </li></ul><ul><li>The duration of this and/or other problems </li></ul><ul><li>The frequency and nature of the problem </li></ul><ul><li>Consistency in the supervision of employees </li></ul><ul><li>Extenuating factors related to the problem </li></ul>
  27. 28. Considerations for Appropriate Penalty <ul><li>The employee’s knowledge of the rules </li></ul><ul><li>The history of the organization’s discipline practices </li></ul><ul><li>Implications for other employees </li></ul>
  28. 29. Discipline: Procedure <ul><li>Interrogate employee </li></ul><ul><li>Issue a Notice of Discipline containing proposed penalty </li></ul><ul><li>Employee has the right to grieve </li></ul><ul><ul><li>Step 1: Human Resources </li></ul></ul><ul><ul><li>Step 2: SUNY Employee Relations </li></ul></ul><ul><ul><li>Arbitration and/or Settlement </li></ul></ul><ul><li>Upon settlement or decision, the penalty can then be implemented </li></ul>
  29. 30. Discipline: Common Outcomes <ul><li>Written Reprimand </li></ul><ul><ul><li>Permanent written record in personnel file </li></ul></ul><ul><li>Monetary Fine </li></ul><ul><li>Temporary Reassignment </li></ul><ul><ul><li>Change of responsibility and job title </li></ul></ul><ul><li>Suspension without pay </li></ul><ul><ul><li>Assault, theft, endangering others, antisocial behavior </li></ul></ul><ul><li>Resignation/Termination </li></ul><ul><ul><li>An employee guilty of misconduct or incompetence </li></ul></ul>